PM-05 - MANAJEMEN SDM

8/3/2019 PM-05 - MANAJEMEN SDM

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© Budi Hartono, ST, MPM

Managing Project = managing people

Consider this phenomenon! – Black Law – people tend to spend all

allocated resources (time, budget)

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– Learning Curve - experience matters ____________________________________

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– Mythical Man-month –more people doesNOT necessarily means faster project

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– Syndrome 90%Project progress are reported good until 90%

when problems are revealed

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Types of Organization Structure

• Functional Organization• Matrix organization

• Projectized organization




Functional Structure

CEO

President

VPEngineering VPMarketing VPManufacturing

NPD R&D Sales

Mgr

Advertis

ing Mgr(+) loyalty to functional groups, togetherness, less

duplication of works, share expertise, in-depth expertise

(-) silo of expertise, competition, slow problem solving,narrow vision




Market-oriented Structure

– based on market they serve

– project, product, geography

CEO

President

Hongkong

President

Britain

President

Indonesia

VP haircare

product

VP facialproduct

VP haircare

product

VP facialproduct

(+) costumer focus, highly flexible, speed

(-) duplication of expertise, knowledge, cost




The Matrix Structure

CEO

President

EngineeringManager

MarketingManager

OperationsManager

Engineer 1

Engineer 2

Engineer 3

Mkt Staff 1

Mkt Staff 2

Mkt Staff 3

Op. Staff 1

Op. Staff 2

Op. Staff 3

Proj. Mgr 1

Proj. Mgr 2

Proj. Mgr 3




Matrix Organization




ADVANTAGES OF A PURE MATRIX

ORGANIZATIONAL FORM

• The project manager maintains maximum project

control (through the line managers) over allresources, including cost and personnel.

• Policies and procedures can be set up

independently for each project, provided that theydo not contradict company policies and

procedures.

• The project manager has the authority to commitcompany resources, provided that scheduling does

not cause conflicts with other projects




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The Phenomenon ofProject Leadership

(1) Leading a project is not the same as leading adepartment.

A project by definition is unique; it has never been donebefore.

As a result, the end product and the process forproducing it are never fully specified in advance.

source: Project Management as if People Matter (Robert, 1989)

he project leader lives in an environment of constant uncertai

Th Ph f




The Phenomenon ofProject Leadership (2)

(2) The project leader coordinates the efforts of a team ofpeople who may not be accustomed to working with oneanother.

They will normally have a wide variety of skills,backgrounds,biases,work habits, values,and ethics.

The project leader must work with this diverse group

of people so that they coalesce into an effective working team

Th Ph f




The Phenomenon ofProject Leadership (3)

• Project teams normally cut across organizationalboundaries

• include people from several departments or groups.

• Project success will require the cooperation of all ofthese people.

The project leader must be skilled in obtaining cooperation from

other people over whom he or she does not have direct control.

The Po er of




The Power ofthe Project Manager

• is often defined as the ability to influence keyplayers in the decision-making process

• Project managers often feel powerless

because they lack the powers of functionalmanagers, such as hiring and firing

but, they can use other types of power: …




The Power of the Project Manager

• Coercive power uses fear as a primary tool.

they may not assign certain people to coveted tasks, not invite

them to meetings, or not communicate with them.

• Reward power uses positive financial and nonmonetary tools.

they can provide feedback to functional managers onperformance, which in turn provides a basis for determining

salary increases.

John French and Bertram Raven

The Power of




The Power ofthe Project Manager

• Expert power is based on a person’s knowledge

credentials, expertise, or education.

• Referent power is based on trait theory—that is, aperson’s characteristics.




Leadership Style

directive style




Leadership Style

participative style




Building a Team

• Who Should Be on Your Team?

depends on the size and complexity ofyour project.

try to obtain one representative from

each functional area




Building a Team

• Identifying Who Does What

• Assigning who is going to do what and

when

responsibility matrix




Responsibility Matrix




Team Evolution by Tuckman

FORMING

STORMING

NORMING

PERFORMING

MOURNING

information, organization, structure, andcontext.

Conflicts tend to be greatest. I can't

team members chart their course

by laying out their work. I can

team members play a leading roledoing the job. We can

much of your project ’s original

structure has disappeared see note

M ti ti Y T




Motivating Your Team:

Giving ’Em What They Need

• Most experts think you can NOT trulymotivate people ,primarily because motivationis viewed as an internal function.

•BUT you can

• create a climate,environment,or situationwhere motivation can occur within anindividual.




tips




Physiological Needs

Safety Needs

Belongingness & Love Needs

Esteem Needs

Need to Know & UnderstandAesthetic Needs

Self Actualisation

Transcendence

Live

Love

Learn

Legacy

Maslow’s Hierarchy of Needs

PM-05 - MANAJEMEN SDM

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